Marketing metrics' usage : its predictors and implications for customer relationship management
Document Type
Journal article
Source Publication
Industrial Marketing Management
Publication Date
1-1-2011
Volume
40
Issue
1
First Page
139
Last Page
148
Publisher
Elsevier Inc.
Keywords
Marketing metrics, customer relationship management, value-based organizational culture and processes, cross-functional conflict, innovative value proposition
Abstract
This research aims to determine the conditions that foster use of marketing metrics in customer relationship management (CRM) and identify the organizational factors that strengthen/weaken the impact of usage of marketing metrics on CRM performance. Based on the customer value-based theory of the firm and the contingency perspective, a research framework was developed to shed light on the predictor roles of customer value-based organizational culture and processes in determining usage of marketing metrics, and foster an understanding of the moderating roles of marketing-supply chain conflict, and innovative value proposition on the marketing metric-performance relationships. Empirical evidence from a sample of 209 business firms confirmed the main effect that customer value-based organizational culture and processes support a firm's use of marketing metrics that in turn enhance its CRM performance. Notable moderating effects were also identified. Although marketing-supply chain conflict weakens the impact of marketing metrics usage in achieving superior CRM performance, innovative value proposition strengthens the conversion of marketing-metric-related knowledge into superior CRM performance.
DOI
10.1016/j.indmarman.2010.09.002
Print ISSN
00198501
E-ISSN
18732062
Publisher Statement
Copyright © 2010 Published by Elsevier Inc
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Li, L. Y. E. (2011). Marketing metrics' usage: Its predictors and implications for customer relationship management. Industrial Marketing Management, 40(1), 139-148. doi: 10.1016/j.indmarman.2010.09.002